Empower

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News
Connie Ross Promoted to Vice President & Chair, Diversity, Equity and Inclusion at Empower

CINCINNATI (June 18, 2021) – In the last 12 months, Connie Ross spearheaded and implemented transparent listening sessions, an agency-wide implicit bias training, facilitated a plan for media-supplier diversification, launched a DEI speaker series and an Empower the Vote initiative while identifying creative ways to support minority owned businesses, AAPI and LGBTQ+ with the agency’s window art. Visit https://www.empowermm.com/dei/ to view all of the action taken within the past year, results to date and future commitments.

Empower CEO Jim Price says, “Connie Ross takes a media-focused approach to DEI efforts as much as she does the cultural and talent piece. This allows us to effect change inside the agency, but also the industry as a whole. While we know there is still a lot of work to be done and always room for improvements no matter how many strides we make, I am very proud of the wave of efforts Ross has made in a tumultuous year.”

Around this time last year, following the murder of George Floyd and nationwide social unrest, Empower CEO Jim Price publicly addressed the need for dedicated DEI efforts head-on: “We have a race problem that is front and center for all the world to see. And as a country and community we have to own it.” He promised to share an action plan within one week. On June 11, 2020, Price rolled out a three-step plan and appointed Connie Ross as DEI Chair where she formed an advisory board and sub-committee.

“The DEI Board serves as the moral and social compass of the agency beyond executive leadership,” explained Ross. “DEI-focused solutions are not only meant to impact the makeup and culture of Empower but serve as an agency model for the industry as a whole.”

With nearly 10 years’ experience working at Empower in search marketing, Ross was compelled to help shape Empower’s future for generations to come. The drive for change is in her DNA. Ross’s mother was the first African American Female to serve in the Ohio House of Representatives. She was also the longest serving African American female.

“My parents were both politicians thrust into it because they saw the community in which we lived under-represented,” Ross explains. “My father was a postal worker with no college degree who simply got fed up with seeing the neglect and, often, destruction of communities of color in Cincinnati. My father ran for State Representative of the 25th House District of Ohio and won. At the age of three, I had the privilege of sitting in the Chamber of the Ohio House and watch first-hand how democracy works and how one person can make a difference.

My father passed away while serving in his third term. Not wanting to see his legacy and work end, my mother stepped up. A working single mother of three, she was told by everyone she should pass the torch to a man with experience in politics. There were no African American females in the Ohio House of Representatives. Nevertheless, my mother persisted and was appointed to take over my father’s term. She went on to win re-election four times,” Ross proudly stated.

Taking these values and work ethic to heart, this experience inspired her to launch the “Empower the Vote” initiative to encourage every single employee to vote and make it easy for them to cast that vote – instituting a no meeting policy on election day.

“As my father used to say, it’s the one day your actions can truly lead to meaningful change for the better,” she said.

Soon enough, it was clear Ross and agency leadership wanted to turn her commitment to DEI at Empower into a full-time position in order to move the needle and scale agency-wide efforts for change. It’s paying off. 30% of 2021 new hires to-date are racially and ethnically diverse, up from 18% in 2019. As Empower closes its offices on Friday June 18 in honor of the Juneteenth holiday held on Saturday, June 19, all 200+ employees will be exposed to the progress made to date featured on the agency’s DEI webpage. It also serves as a destination for accountability and future commitments.

About Empower Media 

America’s largest woman-owned media agency

Our advantage is simple: Clients first – not shareholders.

From the day we opened our doors in 1985, Empower has always challenged the media status quo.

Empower is a highly awarded and respected media agency. We are a multi-year recipient of “Agency of the Year” from MediaPost and Campaign US with honors from Ad Age and Adweek.

Our senior and experienced integrated team of Communications Strategy, Media Innovation, Media Planning and Buying, Creative, Marketing Scientists, Influencer Marketing and Data-Analytics work in collaboration on our client’s business daily.

Empower’s client tenure rate is unmatched–3X the industry average. Our clients include Tempur Sealy, Wendy’s, Brooks Running, Fifth Third Bank, Gorilla Glue, O'Keeffe's, E.W. Scripps, Jack Link’s, VTech, Bush Brothers, Zaxby’s, GNC, Famous Footwear, Ashley, LIXIL, O-Cedar, Rust-Oleum and RoC Skincare.

Empower Media is woman-run (67% female) and woman-owned – making it the largest woman-owned media agency in America.

Our offices are in Chicago, Cincinnati, Atlanta, New York, Houston and Palm Beach.

Find us on Twitter, LinkedIn, Facebook, Instagram, and online.

News
Empower Earns Its Second Ad Age Agency A-List Standout Award
The Un-Holding Company℠ is the First and Only Cincinnati-Based Agency to Receive the National Honor

CINCINNATI (June 7, 2021) – Empower: The Un-Holding Company held it down in 2020. Seven new clients, zero layoffs and 15% growth are just a few of the ways Empower stood out among the top 25 advertising agencies in the nation – earning its second title as an Ad Age Agency A-List Standout. Empower is the first and only Cincinnati-based agency to receive this honor, having first been recognized in 2019. Read more about the agency’s standout year in Ad Age.

As noted by Ad Age, the shops on this list have shown they have the skills to carry clients well into the future—whatever that may bring.

In 2020, Empower added 30 new hires, doubled its Chicago office presence and launched four new products. It kept a clear focus of planning for the future, not once shortsighted by quarterly financials. Empower also sponsored the most successful “shop local” initiative to date raising $650,000; an execution that was adopted in other cities.

“Don’t judge an agency by how it performs on its best day, but rather how the organization performs on their most challenging… or in our case… 2020… the year of a global pandemic, social unrest and pivoting on a dime,” says Rob FitzGerald, president and chief operating officer at Empower. “We doubled down on taking care of our people and, in turn, they leaned into clients serving as their greatest ally when they needed us most. We’re proud of our business success, but equally committed to strengthening our culture by having each other’s back and making strides with our Diversity, Equity and Inclusion Board,” said FitzGerald.

About Empower Media 

America’s largest woman-owned media agency

Our advantage is simple: Clients first – not shareholders.

From the day we opened our doors in 1985, Empower has always challenged the media status quo.

Empower is a highly awarded and respected media agency. We are a multi-year recipient of “Agency of the Year” from MediaPost and Campaign US with honors from Ad Age and Adweek.

Our senior and experienced integrated team of Communications Strategy, Media Innovation, Media Planning and Buying, Creative, Marketing Scientists, Influencer Marketing and Data-Analytics work in collaboration on our client’s business daily.

Empower’s client tenure rate is unmatched–3X the industry average. Our clients include Tempur Sealy, Wendy’s, Brooks Running, Fifth Third Bank, Gorilla Glue, O'Keeffe's, E.W. Scripps, Jack Link’s, VTech, Bush Brothers, Zaxby’s, GNC, Famous Footwear, Ashley, LIXIL, O-Cedar, Rust-Oleum and RoC Skincare.

Empower Media is woman-run (67% female) and woman-owned – making it the largest woman-owned media agency in America.

Our offices are in Chicago, Cincinnati, Atlanta, New York, Houston and Palm Beach.

Find us on Twitter, LinkedIn, Facebook, Instagram, and online.

Media
Google Unveils Shopping Graph, New Commerce Features
At their recent I/O conference, Google unveiled one of their newest (and farthest reaching) features to date – Shopping Graph.

Shopping Graph is an AI-enhanced model designed to show consumers relevant product listings and information as they search. Bill Ready, Google’s president of commerce and payments, noted the following:

“Building on the Knowledge Graph, the Shopping Graph brings together information from websites, prices, reviews, videos and, most importantly, the product data we receive from brands and retailers.”

Shopping Graph appears to be a hybrid model built on:

  • Information Google can ascertain, based on what’s readily available
  • Information uploaded to Google directly via Merchant Center and Manufacturer Center

The second piece is where it veers from what we’ve come to know as the Knowledge Graph. The new layer consists of directly uploaded data combined with what Google can source via indexing. This piece is what will entice more and more manufacturers and retailers to upload their product information into Google’s product catalog-specific offerings.

Losing Ground as a Motivator

With these efforts, Google is looking to bridge the ever-widening chasm between its version of search and eventual online purchases.

They’ve made a few attempts to shorten this gap, most notably by adding free shopping listings and eliminating the fee associated with Buy on Google. They’re trying more and more to make their search platform into a one-stop commerce offering, one that is both beneficial to the people buying (a wealth of knowledge and the ability to comparison shop) and the companies selling (free access to consumers, less impact on margins). In a world where Amazon is making it harder and harder for brands to compete on their platform, Google is doing its best to make it easier to compete on theirs.

Despite the recent hand-outs from Google noted above, none of these improvements come from a kind, loving place. They’re all designed to steal share from – or at least divert attention away from – the behemoth that is Amazon. Google knows it’s losing ground in the commerce space. Google is also well aware that the majority of product-related searches now start on Amazon. This, as one can imagine, does not make Google – the world’s preeminent search engine – happy.

Attempting to Differentiate

In order to steal share from Amazon, Google needs to make itself less like Amazon. In addition to Shopping Graph, Google also noted an expanded integration with Shopify. This integration will allow any entity that has built their commerce efforts on Shopify’s platform to easily integrate their product data into Google’s ecosystem, with the ability to drop it right into Shopping Graph.

Google’s need to partner with DTC commerce platforms is born directly from these same commerce platforms serving as alternatives to Amazon; those beaten and downtrodden by Amazon that decided to push their own DTC narrative instead of relying solely on a marketplace they can’t fully control.

Google’s Shopping Graph is also all about options. When consumers go to Amazon, they’re given Amazon’s price for a particular product along with PDP/enhanced content, reviews, etc. Oftentimes, it’s a solid representation of the product (and its lowest possible pricing), but it’s still only one access point for that product. It all lives on Amazon. They’ve recently tried to tighten up their review process and brought in third-party editorial content on specific products, but it’s all still living within the Amazon ecosystem.

Google, on the other hand, is looking to provide access to the entirety of the internet in relation to that one product via shopping ads, Shopping Graph, image search, YouTube, reviews, maps and more. If Amazon’s motto is “buy it on Amazon,” Google’s motto in this instance would be “buy it wherever you want.”

Additional Features Announced

Google also released some interesting, commerce-heavy functionality along with the Shopping Graph announcement.

Google Lens and Image Search
When a user views a screenshot in Google Photos, a recommendation to search the photo with Lens will appear. Lens will then scan the image and provide a list of similar products to what is displayed in the image.

Cart Reminders
Available within Chrome, this feature shows previews of products that the consumer has left unpurchased in their shopping carts across various retailers (image below). Promotions for those retailers can also be shown if the user is interested in viewing them and opts in.

Loyalty Programs
Shoppers are able to link their loyalty programs from various retailers to their Google accounts. Doing so would open more purchasing options across Google.

Once again, these new features are all designed to bring data together from multiple options, as opposed to just one.

Nevertheless, Google may not become everything they aspire to be within the commerce realm. As of right now, they serve as a means more than an end. But if the goal is to shift the way consumers (and advertisers) interact with Google in relation to commerce, these newest additions certainly put them on the right path.

Media
Brands, Get Your MOJO Back
Ralph Waldo Emerson is given credit for the iconic phrase, “life is a journey, not a destination.”

This cliché provides more than inspiration on the meaning of life; it should also serve as an important reminder to brands and marketers that they must design experiences beyond just the beginning and the end of a customer journey. It should motivate brands to invest in a well-crafted holistic strategy that maps out the murky middle of the purchase journey too.

Make no mistake, the destination is the goal for most brands. But if the timeworn words of a mid-19th century poet aren’t enough to influence brands to invest more in the middle of the journey, perhaps the cost of business is. Brands who ignore or lose patience with this precarious phase will suffer the consequences. The often neglected middle of the journey (MOJO) is ripe with opportunity where brands must play to stay in consumer’s consideration set, improve efficiency and effectiveness and maximize sales.

What is the MOJO and why is it important?

At Empower, we believe the middle of the journey starts with an Impact Moment (or trigger) and includes a discovery phase of shopping where consumers are uncovering and researching options.

Based on Empower research, these Impact Moments can be big or small, ranging from running out of a product to a life event such as moving. As such, understanding these triggers gives important insight into the consumer needs or mindset as they navigate the MOJO.

Consumers in the discovery phase, are much more likely to buy than people in earlier stages of the journey, making them more valuable*. As online and mobile shopping accelerated in 2020 and is projected to grow to 30+% of total retail sales in the next 10 years**, brands that minimalize their presence in the MOJO will find themselves vulnerable to competition as consumers are able to research and size up options in an instant. Empower research shows that if a consumer doesn’t come across a brand in this discovery phase, that is a barrier to purchase. Thus, it is critical to understand and map out an approach to the MOJO for brands to track and guide consumers through it.

Just as every consumer’s journey is unique, so should the brand’s journey map.

Mapping Your MOJO

A brand’s journey map, particularly its middle, requires multiple routes to reach the same destination. Ideally marketers develop a journey map that accounts for all the possible routes, with a variety of touchpoints for all types of customers with different time periods spent in the MOJO. Some key elements that should be considered when mapping out the MOJO:

  • Target Audiences & Triggers: In the MOJO, brands must get selective with their targeting. This requires taking the next step beyond optimizing brand health metrics by targeting the masses. In the middle of the purchase journey, brands must begin to identify trigger moments with addressable audiences and assign scale and value to each segment. Budgets are rarely unlimited. The reality for most brands requires a more focused effort on low-hanging fruit: shoppers who give signals or triggers to brands that they have a need. This result is a more focused addressable audience approach that can improve performance. When Empower introduced Impact Moment audiences for a retailer that was focused only on the masses, they saw a 37% increase in efficiency against KPIs vs. all other previous audiences including early and lower journey.
  • Content Relevance: Once trigger moments are identified, then marketing teams can focus on more relevant content and reach consumers with messaging that they care about in that moment in time. Think of it as a Venn Diagram of right message, right moment, right placement. Active, addressable segments provide signals to brands about their specific needs. When delivering relevant content, Empower has seen—on average—a +32% lift in middle of the journey KPIs.
  • High Involvement vs. Low Involvement Categories: High involvement categories like automotive, furniture/appliances, healthcare, etc. typically see consumers in the middle of the journey for a much longer period of time than low involvement categories. Based on Empower’s research, consumers in high involvement categories spend 2X the amount of time in the middle of the journey than low involvement categories. The implications for high involvement categories are typically a bigger focus on the MOJO with more creative/content, multiple media touchpoints, and a variety of KPIs to successfully carry shoppers to a conversion. Low involvement categories like fast-moving consumer goods (FMCG) and QSR have a low cost of entry, and consumers aren’t investing as much time in the middle of the journey. These categories typically require strong mental availability derived from heavy branding. However, low involvement categories should not take the middle of the journey for granted as there is a huge opportunity to create a frictionless shopping experience. Mobile has changed the game where consumers seamlessly navigate from discovering to buying instantaneously.
  • Developing the Optimal Channel Allocation: As consumers research their options, they are consulting various sources to help them navigate and obtain the type of information they need. According to Empower research, a consumer, on average, consults 3.5 touchpoints when researching a category. Understanding the role of each touchpoint and being present is crucial for marketers in both low and high interest categories; between 15-30% of brand sales are tied to mid-journey metrics***. Channels like search, social and display have been proven winners for reaching consumers and driving KPIs in the MOJO but owned channels also play an important role in pulling consumers in and establishing credibility. Testing and measuring into a thoughtful mix for the complete purchase journey, including MOJO pays off over time. For a retail client, Empower evolved a heavy early journey channel allocation into a more full-journey mix with an increased emphasis on the MOJO, resulting in a 9% gain in sales in a highly competitive category.
  • Building Cost-Effective Frequency: The MOJO also offers brands a more cost-efficient means to build frequency among hand-raising target segments. Frequency in mass marketing is a by-product of reach and can be costly among a passive audience. But the middle of the journey can inform brands how much frequency is needed to move interested and more valuable consumers through to conversion. Frequency drives incremental action and requires a test and learn approach to find the right levels to impact MOJO metrics. Empower has found that frequency requirements vary brand to brand and category to category; but generally, a frequency of 10+ times is needed and is easier to achieve in the MOJO. Knowing the precise frequency level for active audiences ensures brands are not wasting dollars.
  • Needs Based vs. Wants Based: Understanding consumer motivations during the purchase journey ensures brands are producing the right content. Plus, a brand can begin to measure median time ranges for different motivations. Types of buying motivations can accelerate or decelerate a purchase. Imagine a homeowner’s wish list (or want) includes a remodel of their bathroom. That dream bathroom could include inspiration boards, investigating trends, getting recommendations from family and friends, weighing the pros and cons of going full-on DIY or getting professional help. That want motivation could be a longer journey. Another homeowner may have had pipes burst causing massive damage. They need a solution, and fast. This could be one quick search and they are done with their shopping journey. The want or need motivation will drive urgency and the types of content needed for all kinds of motivations shoppers have. A MOJO map that takes into consideration motivations improves a brand’s opportunity to be seen, chosen, and purchased. This is a combination of understanding the trigger and being relevant, both of which has proven to improve efficiency and effectiveness as evidenced above.

Empower’s EMerge Platform helps brands define their MOJO

Empower is a complete purchase journey, digital-first agency, with digital roots going back to the year 2000. We are an agency focused on delivering business performance through consumer relevance along their path to purchase, from early-journey activation all the way through to lower-journey conversion and retention. Empower’s EMerge platform aggregates data from many different sources to illuminate the consumer journey for planning, activation and measurement. Given that the MOJO is complex and nuanced depending on the involvement level of the category or need state of the consumer, Empower’s EMerge will uncover opportunities and architect the right approach to capitalize on the highly valuable consumers in this phase in the right place with the right message. This innovation is part of our DNA, designed for the fast-moving digital and retail world in which we have operated for years while delivering results for our clients.

 

Sources:

* Growth Badger, Byers 2021
** Visual Capitalist 11/2020
*** Pauwels, Koen & van Ewijk, Bernadette, 2020. “Enduring Attitudes and Contextual Interest: When and Why Attitude Surveys Still Matter in the Online Consumer Decision Journey,” Journal of Interactive Marketing, Elsevier, vol. 52(C), pages 20-34

News
Empower Names Five New Vice Presidents Across Integrated Planning, Digital & Programmatic and Client Operations
Courtney Ackerman, Laura Morris, Meredith Comin, Jami Edgington and Sihui Zheng all Promoted from Within

CINCINNATI (June 3, 2021) – On the heels of several new business wins, Empower announces five new promotions. This all-star female cast includes Vice President of Integrated Planning Courtney Ackerman, Vice President of Digital and Programmatic Laura Morris and Vice Presidents of Client Operations Meredith Comin, Jami Edgington and Sihui Zheng.

“Each of these leaders have been instrumental in Empower’s growth and culture,” said Rob FitzGerald, president and chief operations officer at Empower. “Their relentless drive, dedication and passion for the client businesses they work on are infectious and serve as a prime example for junior associates to emulate, he said.”

Courtney Ackerman, VP, Integrated Planning

Ackerman is recognized for leading integrated planning for the Business Unit responsible for wooing iconic brands such as Newell and RoC Skincare and adding them to Empower’s new client roster. Having worked at Empower for more than 16 years, her imprint on the company culture is felt by all especially by those she mentors and diligently finds developmental opportunities for. Her leadership style is known for “making it personal,” which is a core company value.

Laura Morris, VP of Investment, Digital & Programmatic

She has spent the great majority of her career integrating new technology into programmatic buying teams. This makes her the perfect fit to lead Empower’s programmatic team using the ClearTrade platform engineered with key advancements to address attribution, customization and performance. In her two years at Empower, Morris has led the adoption of Empower’s cutting-edge programmatic platform across 90% of Empower clients. She’s also contributed to the company culture in meaningful ways. The talent she fosters with the young leaders on her team and her ability to see the importance of human capitol in a tech driven world is critical to the future growth of the company.

Meredith Comin, VP, Client Operations

In her six years at Empower, Comin has approached her work with a client first mentality – always ensuring client needs and expectations are top-of-mind throughout the entire deliverable process. As a result, her team produces award-worthy work and helps maintain Empower’s unmatched client tenure–3X industry average. Most recently, she’s dug in with fervor taking over operational leadership of Empower Chicago’s business unit. In that role she has worked to drive new business growth, establish the proper staff plan and elevate operational performance across the unit. She works tirelessly with the Chicago team to ensure the office is thriving.

Jami Edgington – VP, Client Operations

Edgington embodies Empower’s company value of “Breakfast First” which is all about respecting the process. She has been at Empower for three-and-a-half-years bringing tenacity in her pursuit of operational excellence. Her expertise has driven improved efficiency and profitability across her business unit that is comprised of Brooks Running, Famous Footwear and GoDaddy. Edgington’s strong program management background enables her to brilliantly balance her business unit responsibilities along with running client work.

Sihui Zheng – VP, Client Operations

Sihui has worked at Empower for three-and-a-half-years. At Empower, she has been instrumental in shaping one of the fastest growing business units at Empower serving clients like Wendy’s, Tempur Sealy, Bush Beans and Fifth Third Bank. She has been critical to the success of several annual contract negotiations – ensuring that staffing meets client needs and allocating client dollars responsibly. Zheng is also a valuable member of Empower’s Diversity, Equity and Inclusion Board.

About Empower Media 

America’s largest woman-owned media agency

Our advantage is simple: Clients first – not shareholders.

From the day we opened our doors in 1985, Empower has always challenged the media status quo.

Empower is a highly awarded and respected media agency. We are a multi-year recipient of “Agency of the Year” from MediaPost and Campaign US with honors from Ad Age and Adweek.

Our senior and experienced integrated team of Communications Strategy, Media Innovation, Media Planning and Buying, Creative, Marketing Scientists, Influencer Marketing and Data-Analytics work in collaboration on our client’s business daily.

Empower’s client tenure rate is unmatched–3X the industry average. Our clients include Tempur Sealy, Wendy’s, Brooks Running, Fifth Third Bank, Gorilla Glue, O'Keeffe's, E.W. Scripps, Jack Link’s, VTech, Bush Brothers, Zaxby’s, GNC, Famous Footwear, Ashley, LIXIL, O-Cedar, Rust-Oleum and RoC Skincare.

Empower Media is woman-run (67% female) and woman-owned – making it the largest woman-owned media agency in America.

Our offices are in Chicago, Cincinnati, Atlanta, New York, Houston and Palm Beach.

Find us on Twitter, LinkedIn, Facebook, Instagram, and online.

Empower